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International Grenfell Association Strategic Plan Continuing the Mission March by somuchinlove

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									                 International Grenfell Association

                          Strategic Plan

                      Continuing the Mission




March 25, 2007
Foreword
The International Grenfell Association (IGA) was incorporated in Canada on January 10, 1914,
under the Companies Act of 1899. Sir Wilfred Grenfell, the founder of IGA, came to
Newfoundland to attend to the needs of fishermen in northern Newfoundland and the coast of
Labrador. As well as being an excellent physician and surgeon who initially ran his medical
services from a base hospital in Battle Harbour, Labrador, along with various ships which moved
up and down the Labrador coast, he also tended to other needs of people in the region.

In its earliest years, the IGA had four functions in serving the needs of the people. They were (1)
health care; (2) education; (3) religious services; and (4) rehabilitation and other social activities.
With the passage of time, some of these needs have been provided by sources outside the IGA.
The availability of ordained clergy led to a withdrawal of major activities in the area of religion;
the provision of education by the provincial government replaced Sir Wilfred’s services.
Gradually, the IGA evolved as the manager of medical care for the whole region, constructing a
series of nursing stations along the Labrador Coast and on the Northern Peninsula of
Newfoundland. As time went on, the expense of providing that medical care far outstripped the
ability to fund it, and the provincial government supplemented the budget until government
essentially provided all medical funding by the late 1970's.

When it became apparent that the IGA had become managers of government funding and people
of the region wanted more participation in the management of their health care, the IGA decided
to reorganize its focus, and it became essentially a private foundation whose sole purpose is to
award grants for the benefit of people of that region.

The source of funds for these grants are the endowment funds of three supporting associations of
the IGA - Grenfell Association of America (GAA) in New York, New England Grenfell
Association (NEGA) in Boston, and the Grenfell Association of Great Britain and Ireland
(GAGBI) in London, England.

Income from these associations is pooled, with the distribution of monies being made through
the IGA, acting as an agent for the supporting associations. The Board of Directors of the IGA
make the decisions with respect to which of the grant applications submitted will be funded.

In 1981, the IGA turned all of its medical care assets - nursing stations, hospitals, equipment and
land pertinent to that service over to the provincial government for the sum of $1.00. Since that
time, the IGA has been managing the grant program for itself and its affiliates.




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Introduction
This document updates our June 2002 Five-Year Plan for IGA. Modifications to this document
are intended to reflect performance evaluation, the need for strict fiscal accountability and also to
tract significant changes along the way. Remarkable progress has been made against the strategic
objectives established earlier. However, the mission of IGA is ongoing. The socio-economic
environment within the Grenfell Region is constantly changing and there is consensus among
directors of the ongoing need for flexibility in response to these changing needs.


Mission
The mission of the International Grenfell Association is to provide funds in support of initiatives
that benefit the health, education, social and cultural well-being of the people of Northern
Newfoundland and coastal Labrador, working in partnership with government and agencies.


Vision

To fulfill its mission, with focus on the Grenfell Region, the International Grenfell Association
and its supporting associations will continue to:

1.     support the efforts of community wellness

2.     support the efforts to provide quality health services

3.     support the efforts to provide quality educational services

4.     provide scholarship and bursaries for higher education to worthy students

5.     holistically support community development

6.     support other initiatives linked to the spirit and intent of the Grenfell Mission

7.     encourage sustainability through seed funding

8.     continue to keep the legacy and spirit of the Grenfell Mission alive




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Core Values and Principles
The IGA will strive to adhere to these principles in reviewing grant applications:

•   Equity - targeting resources to create balance, trying to respond evenly for the same need
    over time.
•   Relevance - support projects that are meaningful, focused, and in line with existing needs.
•   Appropriateness - support timely projects, fitting with current circumstance and conditions.
•   Evidence-Based - support projects shown to work effectively, and/or has precedent.
•   Innovation - breaking new ground, offering new ways of doing things.
•   Accountability - encourage projects that can be justified, with responsible actions.
•   Cost Benefit - support projects that offer a good return for the investment.
•   Time Scale - determine that supported projects are achievable within the indicated time
    period.
•   Annual Review - projects must be open to evaluation by IGA Board.


Critical Challenges

Assessing IGA region’s needs:

•   Keeping informed with rapidly changing circumstances in the region associated with health
    care, education and communities.
•   Coordination with government, government service providers and community priorities.
•   Managing IGA’s public image and expectations.

Administration

•   Continuous improvement of administration and evaluation of the program success.
•   Fostering closer working relationships between GAA, NEGA, GAGBI and the IGA Board
    itself.
•   Planning for IGA Board Director succession.




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Strategic Directions
In its effort to fulfill its mission and vision, the International Grenfell Association along with its
supporting associations will concentrate on these five key areas.

General

   •   In view of the rapidly changing circumstances associated with health care services,
       schools and community development we agreed to:
           • Adopt a flexible approach to funding,
           • Free ourselves from any notional distribution formula,
           • Award each grant on its individual merits, and
           • Review funding distribution on a regular basis.

   •   Maintain a positive public image with periodic press releases, reports on grant progress
       and outcomes, and reports from scholarship recipients. We also recognise the risks of
       over exposure, raising expectations beyond our ability to respond and a perception of a
       patronising approach from IGA. It is therefore agreed that:
           • At the conclusion of each board meeting the publicity committee will decide
              whether or not to issue a communiqué.
           • The publicity committee will supervise the production of the IGA Newsletter and
              the content of all press statements
           • In all circumstances the Chairman will be informed prior to any public statement

   •   Establish regular liaison with government ministers, CEOs of school and health boards,
       to co-ordinate effort to get the best return for investment. Establish direct lines of
       communication with the Deputy Ministers of Health, Education and Recreation to obtain
       a view of government priorities prior to grant allocation meetings.

   •   Wherever feasible maintain a director visit program to grantees. More structured
       feedback will be provided to the Board following visits, particularly about grants that
       have failed and why?

   •   Continue to grow a closer working between GAA, NEGA and GAGBI, for example
       through the Horizons Committee.

   •   Review the board committee structure as necessary.

   •   Foster relationships on the Board by having biennial photographs (copies distributed to
       the members), and occasional distribution of books of local interest. In general, promote
       harmony, productivity and a desire to participate.

   •   Actively develop succession plans for Chair, Vice-Chair and Directors, with a focus on
       requisite skills, attributes and gender balance.




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   •   Commission an evaluation of our grant program over past 5-10 years.

   •   Supporting associations will set guidelines for who might attend IGA Board meetings.
       The Board Meeting rotation schedule will also include New York.

Health

   •   Work with government on joint objectives, for example, care of the elderly, primary
       prevention services, chronic disease programs such as diabetes, mental health programs.
       Make links to the Strategic Health Plan and consider requesting applications in specific
       areas. Schedule regular meetings with Deputy Minister just before IGA meetings.

   •   Access existing health strategy documents and also invite Health Board CEOs and Chairs
       to submit a three-year funding plan to IGA.

Education

   •   Give emphasis to activities that promote child, adult and family learning and address
       literacy problems. Work with government on this (responsible Minister and Deputy
       Minister) so there is a clear mutual understanding of boundaries.

   •   Invite school boards to provide forward plans to inform IGA of funding needs. Also,
       access existing education strategy documents/plans.

   •   Develop proposals to add more scholarship awards at college level.

Community

   •   Select grant applications that promote a sense of community pride and belonging and
       address healthy living, lifestyle and recreation.

   •   Define, in practical terms, the meaning of “partnership with communities”, the issue of
       equity and include the concept of “community capacity building”, “community wellness”
       and sustainability.

Conclusion
This Strategic Plan aims to continue the work of Sir Wilfred Grenfell through the International
Grenfell Association, its supporting associations and affiliated agencies. Areas of support will
continue to focus around health, education and community development.

The Plan will be a living document, will be revisited annually and modified as necessary.

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